MATRIX Neurological has been established as a Charitable Incorporated Organisation [CIO]. This is a new form of legal entity designed for charitable organisations in England and Wales. It is an incorporated form of charity that is not a company. The provisions of the Companies Act 2006 do not apply to us as a CIO unless the CIO Regulations change and make such provision.
The main advantage of a CIO is the limited liability afforded by an incorporated form, alongside the lower administrative burden associated with being regulated by the Charity Commission alone, and not by Companies House. The CIO is the only bespoke legal vehicle for charities, and has been designed with charities in mind.
Three months after agreeing and signing our governing document, Matrix Neurological was awarded its charitable status by the Charity Commission and was entered onto the Register of Charities under its Registration Number: 1159973.
This gives us the powers to:
MATRIX Neurological uses the Foundation model of CIO whereby the only members are our Trustees who make all the strategic decisions in the best interest of the charity.
In order to qualify as a Charitable Incorporated Organisation we MUST:
[Reference: Charity Commission; Charity types: how to choose a structure (CC22a); 4 November 2014]
We believe the CIO to be more flexible than a charitable company limited by guarantee because a CIO constitution can allow for decisions at meetings to be by consensus, for example. The regime for electronic communications with members is also less rigid than the regime that applies to charitable companies
Aside from the lower administration in complying with just one regulator’s requirements, the CIO can be a suitable vehicle for joint ventures or other collaborative activity between charities or for the delivery of statutory services being outsourced from local authorities. It can also help with risk management around delivery of activities, employment obligations and so on.
"Taking brain injured children home causes high stress for families. Disjointed services exacerbate family stress levels."
"When different organisations assess different aspects of a child's neuro-rehabilitation needs, everyone looks at things from a different perspective and highlight needs and conflicting priorities"
"We are medical practitioners. The real experts are the parents. Over the last 35 years they have taught me everything I know"
"We would like to see earlier identification and support for children with brain injuries to help them succeed in school."
"Pediatric neuro-rehabilitation cannot be delivered in isolation. The needs of the child have to be looked at both holistically and within the context of the family unit. Parents need to be empowered to be parents in post-acute pediatric neuro-rehabilitation following brain injury"
"Case management for children and young people post acquired brain injury is 'pivotal' to successful outcomes and must be local"
"Poor parenting styles affects children's behavior; increased their learning disability; and had a negative impact on emotions; anxiety; anger management post brain injury"
"Often families don't have the financial capability to access services. We need to rethink how we delivery neuro-rehab services to children and young people"
"Children and young people have poor social competence post brain injury due to reduced cognition, executive functions, and emotional control. As a result they are twice as likely to have mental health issues in the future"
"Restoration of anatomical functions and relationships must be done within 2 months of brain injury"